Download - GLOBAL TALENT MOBILITY
Global Talent Mobility:Implications for Professional Recruiters
Dave Nerz, President
NPA, The Worldwide Recruiting Networkwww.NPAworldwide.com
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Global Talent Mobility
Elements:
Leaders and Organisations Demographics and Workers Trends and Practices Implications for Recruiting Your Questions
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Leaders and Organisations
97% of CEOs see Talent as the
Most Critical Factor for business growth
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Leaders and Organisations
100% of HR Managers and Recruiters agree!*
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Leaders and Organisations
*NOT A PROVEN FACT,
But a strong possibility …do you notice a disconnect somewhere
in the process?
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Leaders and Organisations
“…for organisations to be successful in the coming decade, a radical rethink of policy and processes may be required.”
From:PricewaterhouseCoopers pwc.com/managingpeople2020
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Leaders and Organisations Companies have Global Structures Global Brand = Global Company
▪ Accenture has 2000 back office workers in the Philippines▪ GE has 29,000 R&D and IT support workers in India▪ Intel has 5000 in chip design in India
This list could be virtually endless.
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Leaders and Organisations
UK Global Brands: Vodafone, Barclays, Burberry, BBC, British Airways, Jaguar, Rolls Royce Group….
Global Brand…Global Company
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Demographics and Workers
Major Demographic Shifts are Underway:
Emerging market growth is outpacing developed economies
Of the 30 most populated cities in the world in 1950, only 19 remain, and 11 new cities have emerged.
Cities are the “Core of Job Creating Energy” - Jim Clifton, Chairman of Gallup
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Demographics and Workers
Projected Largest Cities by 2025:
1. Tokyo2. Mumbai3. Delhi4. Dhaka - Bangladesh5. Sao Paulo6. Mexico City7. New York8. Kolkata - India9. Shanghai10. Karachi - Pakistan
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Demographics and Workers
Major Demographic Shifts are Underway:
Degreed professionals and experienced managers will be retiring in record numbers in the next 10 to 15 years.
There are not enough degreed graduates to replace the talent leaving.
Shortages of Critical Skills…Engineering, Scientists, Chemists, IT, Health
This is particularly true in much of Western Europe and in North America.
Talent will need to be resourced from outside of Europe and N. America. Sponsored by Main Sequence Technology,
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Demographics and WorkersEmployees are changing their expectations:
Employees desire more flexibility of work hours and locations
Employees have become more comfortable with contingent work and a “freelancer’s” work arrangement…while many don’t prefer it, they have become accustomed to it.
Cultural fit within is key to employee tenure and success.
Employees will change jobs every 3 to 5 years.
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Trends and Practices
Mobility and Openness Abound Outsourcing is Mainstream Product and Project Lifecycles are
Shorter Employment is NOT a Lifetime Decision
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Trends and Practices
Mobility and Openness Rapid and Open Communication▪ Skype▪ Twitter▪ Facebook▪ SMS▪ IM
Cheap and convenient travel Immigration Regulations Align with Business Needs Contingent and Temporary Assignments Fewer Closed Societies
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Trends and Practices
Outsourcing is Mainstream Major Global Employers Large Numbers Core and Non-core Processes Countries and Companies have organized themselves to
service the needs of those outsourcing.
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Trends and Practices
Product and Project Lifecycles are Shorter and Employment is NOT a Lifetime Decision Employers need experienced teams to ramp up quickly
and then move on. Talent is not about the life of the employee, but rather
the life of the project/product. Employers want speed and effectiveness from teams
focused on defined timeline projects. Contract workers, Contingent worker, freelancers,
outsourced project teams and consultants preferable to a hire and release method of staffing.Sponsored by Main Sequence Technology,
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Implications for Recruiting Talent shortages will be severe in the
years ahead particularly in technology, healthcare, accounting/finance, engineering and science.
Work can be done anywhere, anytime, in many ways.
Global connections will be required. Sophisticated, virtual, and global
candidate sourcing will be expected.
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Implications for Recruiting
Recruiters will increasingly be THE gateway to Global Talent
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What Recruiting Was… Local/Regional/National
Recruiters needed: Physical space and presence Face-to-face meetings with client and candidates Locally sourced talent as “desired and best”
As a result, clients had: Access to limited local talent pool The same talent moved/reshuffled
Recruiters operated by: Running print ads/web ads Posting on Job Boards Searching their private databases
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What Recruiting Will Be…bal Requirements
Recruiters will need: Comprehensive online impact A virtual workforce using remote connection tools Worldwide talent pool for many jobs
As a result, clients will get: A broad array of talent options Talent at a wide range of skills / skill levels / geography
Recruiters must plan for: Social networks that really connect talent Virtual relationships Operating a business in global markets Cross- cultural understanding of norms/customs/assessment
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Who Recruiters Are… Recruiters are Market Makers of Social Capital
Social capital deals with relationships and mutual expectations Social capital can be as important as financial and human capital
Recruiters are Ethnographers
Recruiters discover and analyze cultures Recruiters learn about history, language, ritual, symbols, and tacit meanings
Recruiters are Elite Salespeople
Switching jobs is among the highest-stakes of all sales situations Recruiters are experts at managing both the factual and emotional levels of
decision making Recruiting looks easy, but mastery takes time and is difficult to replicate
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Your Thoughts???
What will happen? ________________ ________________ ________________ ________________ ________________ ________________ ________________
Ways to leverage or profit?
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NPA, The Worldwide Recruiting Network www.npaworldwide.com
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